2018 lapp annual report · 2020-06-06 · 2018 annual report 3. message from the chair. of all of...

2018 ANNUAL REPORT

The Local Authorities Pension Plan (LAPP) is a defined benefit pension plan established in 1962 for the employees of local authorities in Alberta. The employers include organizations from the health care sector, cities, towns, villages, municipal districts, colleges, school boards and other public sector organizations.

Effective March 1, 2019 LAPP Corporation became the legal trustee and administrator of the Plan. Prior to that date, and for the period of these financial statements (the year ending December 31, 2018), the President of the Alberta Treasury Board and Minister of Finance was the legal trustee and administrator of the Plan.

During 2018, the Plan was governed by a 14-member Board of Trustees, nominated by employees, employers, retirees and government. As legal trustee, the Minister delegated different functions of the plan as follows:

• Alberta Local Authorities Pension Plan Corp. (ALAPP Corp.) was responsible for strategic guidance and Board support;

• Alberta Investment Management Corporation (AIMCo) was responsible for investment management;

• Alberta Pensions Services Corporation (APS) was responsible for benefit administration; and

• The Deputy Minister of Alberta Treasury Board and Finance was responsible for LAPP’s financial statements.

Contributions are collected from employers and employees and the money is invested in equities, bonds and other investment vehicles. The investment income and the contributions are used to pay pension benefits to LAPP retirees, now and in the future.

For more information on LAPP visit www.lapp.ca.

Photo credits: Venessa Benson, Front cover & pages 1,2, 7, 8, 9, 10, 13, 16, 25, 26, 27, 28, 29

Gord Wright, pages 11, 12, 17, 19, 24

Thanks to LAPP Members for allowing their photos to be used for this and other publications.

Front page photo: Marni Panas, Program Manager, Diversity & Inclusion, Alberta Health Services

Alberta’s largest public sector pension plan

Jerry GillHeavy Equipment Technician, City of Edmonton

Contents02 Highlights

04 Message from the Chair

05 Message from the CEO

06 LAPP Board of Trustees

07 Board Discussion and Analysis

19 Investment Summary

25 BenefitAdministration

29 Financial Statements

Summary of Financial Position(As at Dec. 31, 2018)

Highlights

Membership Dec 31, 2018

Total: 265,813 members

Education 19.9%

Health 51.6%

Municipalities 28.5%

Membership by Sector

(thousands) 2018 2017

Net assets available for benefits $44,468,547 $42,728,515

Pension obligation $40,999,200 $37,893,000

Surplus/(Deficit) $3,469,347 $4,835,515

Deferred 34,622

Active 162,787

Retirees 68,404

Year at a Glance

• Net assets (what we have after expenses): $44.5 billion

• Pension obligations (current and future accrued pension benefits): $41.0 billion

• Surplus: $3.5 billion

• Funding status: 108% funded, down from 113% in 2017

• Total membership: 265,813 up from 259,714 in 2017

• Total participating number of employers: 421

2 Local Authorities Pension Plan

Molly MacDougallSecretary, Mazankowski Heart Institute, Alberta Health Services

Governance Expenses (ALAPP Corp.) $2.7

Total: $311.6 million

Plan Expenses($ millions)

Funding Status(% funded by year)

Benefits $1,277

Transfers $23

Refunds to Members $333

AdministrativeExpenses $40

Members $1,222 (48%)

Employers $1,314 (51%)

Transfers from other Plans $21 (1%)

Total: $2,557 million

Alberta Pensions Services Corp. (APS) $37.4

Alberta Investment Management Corp. (AIMCo) $271.5

Administration and governance costs: $151 per member, up from $150 per member in 2017• APS costs to administer pension benefits: $37.4 million• Governance expenses for overseeing the Plan: $2.7 million• Actuarial and Audit fees $0.12 million

Investment Costs: per member $1,022 up from $899 in 2017• AIMCo costs to manage Plan funds, including external managers: $271.5 million

Total: $1,673 million

Pension Contribution and Transfers($ millions)

Pension Payments($ millions)

79%

81%

82%

85%

108%

93%

97%

98%

100%

120%

80%

60%

40%

2010 11 12 13 14 15 16 17 18

20%

0%

113%

2018 Annual Report 3

Message from the Chair

Of all of my years on the

LAPP Board, I would have

to say 2018 was likely the

most eventful year to

date. It was definitely a

year for the LAPP history

books.

We started as we always

do, working hard for our

members and supporting our goal to gain governance

changes for LAPP. After decades of doing exactly that,

imagine our surprise to come to the end of the year and

discover we were finally on the cusp of achieving our

elusive goal – LAPP independence from government.

Government began a conversation with stakeholders in

the summer of 2018 by sending out a survey on a

proposed model for governing LAPP and two other

public sector pension plans in Alberta. Stakeholders for

our Plan (the sponsors who represent employers and

employees of LAPP) put their own model forward and

negotiated with government for a few months to

ensure that those who were paying for the plan would

be appropriately represented at the table when

important decisions are made.

In November, government gave third and final reading

to Bill 27: Joint Governance of Public Sector Pension Plans Act, which would create the LAPP Corporation as

official administrator and trustee of the Plan, effective

March 1, 2019. The new governance arrangement

would mean that all decisions would be made by

LAPP’s new boards and Alberta’s ministers of finance

would no longer have final say on matters related to

member and retiree benefits.

The Bill passed unanimously and received royal assent

December 11. What a great way to end the year!

As welcome as these governance changes are, it gave

our small management staff very little time to do a

mountain of work to ensure a seamless transition in

time for March 1. It meant writing a Plan text, forming

a new corporation and setting up two new Boards for

LAPP, a Sponsor Board and a Corporation Board, as set

out in legislation. It also included negotiating service

provider agreements with our investment manager

AIMCo (Alberta Investment Management Corporation)

and our benefits provider APS (Alberta Pensions

Services Corporation).

On behalf of all Board members, I would like to thank

our staff for their tireless efforts to get everything done

while continuing to operate the pension plan and meet

the needs of our members and retirees.

Some LAPP members I meet still ask me why the

governance of LAPP is so important and why it is

always a subject written about in our newsletters and

annual reports. I remind them that in September 2013,

then Minister Doug Horner announced plans to

unilaterally cut pension benefits to members, going

forward. Had the reforms passed, they would have

had negative outcomes for current and future members

of LAPP.

At the time LAPP was underfunded and still digging out

from the global financial collapse of 2008, along with

other defined benefit plans in Canada. Although LAPP

was steadily paying down its unfunded liability,

following a repayment schedule allowed by legislation,

the Minister was not prepared to wait for our Plan or

others to rebound after the global economic crisis.

Members of LAPP from across the province protested

the proposed cuts leading Horner and his government

to withdraw the pension legislation, promising a later

review. An election held shortly afterward ushered in a

new government and Plan stakeholders renewed their

lobbying efforts for governance reform.

Since 2013, when that happened, the Plan has gone

from 94% funded to 108% funded and assets have

grown by $17.6 billion. Just five years later, LAPP has

closed 2018 with $44.5 billion in assets and a surplus of

$3.5 billion. We have also reduced contribution rates

for members and employers for two years running,

reducing the cost of the Plan and increasing take-home

pay for our members.

2018 was a very good year, indeed. Previous board

members of LAPP, serving at any time in the Plan’s 57

year history, should take pride in what they have helped

to achieve today. On behalf of all the members and

retirees of LAPP, thank you Board members and staff

for your service.

Terry Agoto LAPP Board Chair, 2018


Message from the CEO

There is a lot of satisfaction that comes from having a strategic plan that ensures you are Always a LAPP Ahead!

When we first developed our punny tagline, it was primarily to help our younger members see the added value that comes

with a pension they can calculate in advance, allowing them to start planning early and stay ahead of the game. The truth is, Always a LAPP Ahead! has become the LAPP motto in many ways. It underpins everything we do to make sure pensions stay affordable, stable and secure for everyone, for generations to come.

It applies to our Board, our management team and all the pieces of work we do every day in strategic planning, business planning, risk management, plan funding, plan design, communications, stakeholder relations, investment management, members services, employer services, and the list goes on. The secret of making anything work reliably is to plan ahead, anticipate what might be coming, provide contingencies for what you can’t see, and then review it all on a regular basis.

Although we couldn’t have known exactly what public equity markets might do in 2018, we could anticipate that the longest bull market in history will not last forever and neither will the double-digit investment returns we have had the last few years. While we couldn’t know how many times the Bank of Canada and the U.S. Federal Reserve System would increase interest rates during 2018, we could anticipate that there might be further upward movement from the climb that started in 2017.

While we expected more volatility in the stock market, we didn’t anticipate a fourth-quarter plunge that would reduce our annual investment earnings to 2%. Nevertheless, we were prepared for it all anyway by ensuring we are Always a LAPP Ahead! As it turns out, it seems that motto is also a key component of our funding and risk strategy.

As a result of our work, and despite reduced revenues, LAPP ended 2018 with a surplus of almost $3.5 billion and a funded ratio of 108%. We did this in a year where we reduced the contribution rates paid by our employers and members by 1% each, passing along some of the gains we have strategically accumulated as we build margin and prepare for what we can’t see coming.

Our plan has been working so well in fact, the Board agreed in 2018 to reduce rates for employers and members again in 2019, by another 1% each. This is done knowing that we are far enough ahead that we will not have to start raising rates again if we have another volatile year like the one we just had. Contribution volatility is as important a risk to manage for LAPP as unsettled markets and destabilizing economies.

It’s all a careful balancing act to be sure, but it is one we undertake to fulfill our promise of a secure and stable pension for generations of members.

With all of the political ups and down around the world in 2018, it is fair to say that LAPP was somewhat caught up in its own political preoccupations, continuing to focus on our goals related to self-governance and best governance practices. Successfully, our age-old preoccupation has finally paid big dividends to LAPP members and employers, as we finish the year at a new starting line.

An independent LAPP effective March 1, 2019, helps considerably to reduce current and future risks to the Plan. It allows Plan sponsors, to manage the Plan without interference or delay, to secure the pension promise for our members. A lot of passion has gone into achieving this goal, especially on the part of staff, engaged stakeholders and previous Boards of LAPP. Congratulations are due to everyone over the years.

The move to joint-sponsorship came quickly, but we had been planning ahead and were prepared for what was coming. It meant a lot of work by folks in the Alberta government departments of pension policy, finance and justice to get legislation negotiated, written and introduced in November. Bill 27: Joint Governance of Public Sector Pension Plans Act, was passed unanimously and supported by MLAs from all political parties. It was proclaimed December 11 and then more work began to have everything in place for March 1, resulting in a smooth transition.

This is an important milestone in LAPP’s 57-year history and in 2019, I will be honoured and delighted to be on the next leg of the journey, Always a LAPP Ahead!

Christopher Brown President and CEO, LAPP Corporation (formerly ALAPP Corp.)


a

Nominee for Alberta School Boards, Colleges and Technical Institutes

Heather Rogers, AC

LAPP Board of Trustees

Committee Legend AC Audit Committee BG Board Governance Committee HRC Human Resources and Compensation Committee

Nominee for Alberta Health Services

Barbara Burton, BG, HRC


Darren Sander, VICE CHAIR

Nominee for Alberta Urban Municipalities Association

Kim Craig, AC, BG Peter Marsden, AC


Tina Giesbrecht, BG

Nominee for United Nurses of Alberta

Richard West, BG


Susan McGillivray, HRC Soren Odegard, AC

Nominee for Management and Out of Scope

Shelly Pusch, AC, HRC

Nominee for Retirees

Kenneth Balkwill, HRC

Nominee for Alberta Federation of Labour

Steve Bradshaw, BG

Nominee for Alberta Union of Provincial Employees and all unions not included in the Alberta Federation of Labour

Terry Agoto, CHAIR, AC, HRC

Nominee for Alberta Federation of Labour

Nominee for Health Sciences Association of Alberta

Liz Thompson, BG, HRC

Nominee for Rural Municipalities of Alberta


a

Board Discussion and Analysis

Carley BinderLibrary Manager, Blackfalds Public Library


Board Discussion and AnalysisA lot goes into running a pension plan, but whatever the

Board is working on, whatever decision it is making, the

focus continues to be on LAPP members.

The Board is committed to its fiduciary duty, which is to

always act in the best interest of Plan members. Every

aspect of the operation, from funding and investments

to administration and communications is important to

LAPP because each facet is an important part of

delivering the pension promise.

For LAPP members, the pension promise means when

you retire you will have a pension for life. It will be

based on a formula that includes your highest average

salary and your years of pensionable service – it is not

based on how much you and your employer contribute,

or how much money is earned in interest or

investments.

Market fluctuations and economic downturns will not

change the pension promise. The pension is stable and

secure and is backed by a very large investment fund,

worth $44.5 billion at the end of 2018. The fund is

there to make sure there will be enough money, many

decades into the future, to pay out a pension for life for

everyone enrolled in the Plan. Today there are 265,000+

members and retirees. To make that kind of promise,

you have to be very good at planning ahead and even

better at managing risk. As luck would have it, LAPP

takes pride in being very good at both these things.

Planning AheadStrategic planning is an essential part of all the

important work that goes on at LAPP. As set out in the

document, LAPP Strategic Plan: 2017 – 2019, the Board

and management of LAPP focused on: achieving good

governance, exceling in enterprise risk management,

increasing stakeholder engagement, improving member

communications and building a strong and responsive

organization. There are five goals in the strategic plan

as follows:

1. Stakeholders are directly engaged within LAPP’s

current governance framework.

2. Joint sponsorship and self-governance of the

Plan are achieved.

3. LAPP is an industry leader in enterprise risk

management.

4. Appreciation and understanding of LAPP are

increased.

5. An effective organization exists to manage the

challenges facing LAPP.


Cara BlattaTransit Operator, Edmonton Transit System, City of Edmonton

All strategic goals are revisited annually and remain the

focus of what the Board and management do to secure

the member benefit at a reasonable cost, while keeping

the Plan sustainable and stakeholders informed. Each

goal is discussed in more detail below, with the first

two governance goals discussed last.

Risk ManagementManaging a pension plan means looking a long way into

the future and trying to plan for what lies ahead before

one can be certain what’s coming. It means aligning

long-term strategy with short-term goals and priorities to

ensure that steps taken today will put the Plan in a

position to meet the needs of tomorrow. It requires a lot

of review, analysis and assumption setting and it is an

important part of what the Board and management do

each year to make sure the Plan is on solid footing and

prepared for the challenges ahead.

Risk management is a strategic priority that stands on its

own for LAPP but it is also interwoven through all Board

strategies. It is at the centre of decision-making and

process. It is a lens to view all aspects of what is needed

to provide for the long-term sustainability of the Plan and

secure the pension promise for LAPP members.

In meeting its fiduciary responsibility to Plan members,

the Board is tasked with managing a spectrum of risks

facing the Plan and it reports annually on those risks to

the President of Treasury Board and Minister of Finance

(Minister) using a tool called the Enterprise-Wide Risk

Management Framework. Recently updated by

management with a more robust risk register and risk

dashboard, the document provides a comprehensive

assessment of all the risks facing LAPP. It covers the

integrated responsibilities of the Board, the Minister and

the Plan’s two key services providers, AIMCo and APS.

The spectrum of risks to be managed by the Board

include, among others:

• Investment risk

• Funding risk

• Contribution volatility

• Longevity risk

• Market/financial risk

• Service provider risk

• Demographic/behavioral risk

• Reputational risk

• Political risk

• Fiduciary risk

• Operational/administrative risk

• Legal/regulatory risk

• Governance risk

While much can be said about any of these risks,

individually or combined, it is clear that a prudent plan to

manage them is critical for the effective management of

a pension plan. It takes considerable planning,

forecasting and measurement to respond quickly and

appropriately to risk, and in those areas where a quick

response is not an option (illiquid investments for

example) a strategy must be in place to ensure risks are

balanced out elsewhere.

It is the nature of a defined benefit plan that its funded

status will fluctuate from year to year as the Plan takes

on risk to earn the revenue it needs to fund pensions.

This is especially true in an environment of low interest

rates that drive up the current cost of future pension

obligations. Using riskier assets to produce higher

long-term expected returns helps lower the cost of

providing pensions in the long term, but then LAPP has

to manage the shorter term impact of holding onto

those riskier assets.


Chris DeCastro Street Sweeper Operator, City of Red Deer


An important part of LAPP’s plan to manage its risk has

been the development of a risk appetite statement by

the Board and a process for reviewing and renewing it

on a regular basis. Setting risk appetite is important to

ensure that any actions taken fall within the scope of

risk the Board is willing to take.

Taking on risk is a necessary function of pension

management and it is essential to see that not all risks

are “bad”. For example, in a low-interest-rate

environment it is necessary for the Board to take on a

higher-level of risk with some investments in order to

achieve return objectives. What is important, is taking a

balanced approach to risk, identifying an appropriate risk

appetite and adapting to what comes.

The Board’s careful consideration of risk appetite is a

key success factor. It is better to know in advance how

to respond if the market shifts or the economy takes a

turn. Prudent planning based on sound objectives and a

long-term outlook are important for a pension plan like

LAPP’s. All good strategy is based on good risk

management.

One of LAPP’s strategic goals is to be the industry leader

in enterprise risk management (Goal 5). There is no

better way to advocate for the success of a sustainable,

defined benefit pension plan than to lead the way by

being the best. Through a continuous reassessment of

risk, based on a sustained program of asset-liability

management, LAPP has the ability to explore a number

of different funding and investment options. The added

bonus is we do this work within the context of being a

financially healthy and relatively young pension plan with

a steady growth in Plan membership.

Communications and EducationGoal 4 of the Board’s strategic plan is to increase the

appreciation and understanding of LAPP. While

everyone likes to be appreciated, the intent of this goal

is not for LAPP to be looking for a pat on the back. The

point is to ensure that every member knows how a

LAPP pension works, understands why it has value, and

appreciates that knowing these things will lead to

successful retirement planning.


Jason SerneckyElectrician, Electric, Light & Power -City of Red Deer

After many conversations with Plan members and after

several surveys and focus group sessions, it has

become clear that members do not understand their

pension plan as well as they believe. A key finding is

that many members still expect they will get their

contributions and their employer’s contributions back,

with interest, when they retire. What they are

describing is a defined contribution (DC) plan, not a

defined benefit (DB) plan and they need to understand

the difference between them to plan adequately

for retirement.

A complicating factor is that many people put off

retirement planning far longer than they should. By

doing so, they might miss opportunities to make the

most of their DB pension by buying back service or by

transferring it in from elsewhere while it is less costly to

do so. Procrastination can also result in missed

opportunities for setting aside other retirement savings.

Those who work part time or join the Plan later in life,

may not retire with the income they need to fund the

retirement they want. They may need other savings.

The sooner members start planning, the better prepared

they will be.

In a recent strategic planning retreat, the Board agreed

to take on a broader duty than just securing the pension

promise. By helping members to understand their

pension and better prepare for retirement, LAPP would

be helping members to make the most of their

retirement. In support of taking a broader accountability

than just paying pensions, the Board adopted the

following vision statement:

“A leading pension plan helping members achieve their

retirement dreams.”

The vision statement is an acknowledgment that not all

members have the same retirement dream and that not

all retirements will cost the same. The way to help

members live their retirement dreams is to educate

them on what they can expect from a LAPP pension

and help them to plan for the retirement they want,

which may include having to find other savings as well.

A lot of has been done in 2018 to increase

understanding and appreciation of LAPP for our

members and our stakeholders. Communication and

education materials have been updated to the new

LAPP brand, which explains that retirement planning is

more of a marathon than a sprint and introduces

members to our pension mentor, Ben E. Fit.

Benny is a marathon runner

who is fiscally fit and has

been planning for his

pension from an early age.

He makes complex pension

ideas a little easier to

understand, while sharing a

few laughs along the way.

Benny wants to ensure that

members are: “Always a LAPP Ahead.”

More than just a tagline, that motto is the basis for

keeping members “on track” for their retirement goals.

We provide an award-winning website with tools,

estimators and all the information members need to

plan a successful retirement. Our goal is to prepare

members of all ages and career stages to be successful

when they are finally ready to cross the finish line and

retire with the income they will need.

Other ways LAPP prepares members for their

retirement is through one-on-one sessions, group

seminars, webinars and online pension estimators.


Jane Cherry-LemireArts Director, City of Camrose


LAPP pays for its service provider, Alberta Pensions

Services Corporation (APS) to provide these and other

services to members and retirees. Help is always

available through the member services call centre and

now members have access to more self-services and

secure email online at mypensionplan.ca.

Our communications and processes are reviewed

regularly and members have an opportunity to give

feedback through surveys, feedback sessions and in a

number of different ways. Our survey results show that

our members are pleased with the services they get

and they are excited about the communications we

provide, especially changes and updates to the LAPP

website. Share in the excitement. Go to the LAPP

website today. Benny is waiting!

Managing Capacity and ChangeAs LAPP continues to add new Plan members, grow

the size of its investments and modernize systems

and processes, it becomes necessary to be strategic

about responding to goals for improved services and

technical processes. Growth means preparing for

changes in complexity and capacity and planning ahead

for needed resources.

Goal 5 of the strategic plan is, “An effective organization exists to manage the challenges facing LAPP.” The Plan

has changed considerably in complexity since it first

began 56 years ago. Today, with more than 265,000

members and an investment fund surpassing $44.4

billion, LAPP is a growing, world-class pension plan that

has moved far beyond its simple beginnings.

In addition to ensuring the best possible service for our

retirees, members and employers today, it is important

to ensure the sustainability of the Plan well into the

future. That takes planning, due diligence and hard

working professionals who are, knowledgeable,

experienced and Always a LAPP Ahead!

LAPP has a small management staff of eight people

who support the work of the Board and provide

strategic oversight for the Plan in the areas of pension

policy, funding, investments, risk management,

communications, stakeholder relations and pension

governance. However, as LAPP grows in size, it

continues to grow in sophistication. It is important to

continuously assess the needs of the organization as well

as the needs of the Plan. It is becoming apparent to the

Board that responsibilities are expanding rapidly,

especially now that the plan is moving to independence,

and it will be necessary to add more professional staff to

meet the new challenges posed by the governance

changes ahead.

Careful planning is behind all the work at ALAPP Corp.

and resources are carefully chosen and strategically

aligned with the business goals of the organization. Goals

are based on a full understanding of the gaps between

where the Plan is today and where it needs to be

tomorrow, all of which is contained in a comprehensive

work plan that is reviewed on a regular basis. The Board Nelson GamponiaLabourer, Town of Stettler


remains focused on ensuring an effective organization

exists to manage the challenges ahead.

LAPP Achieves Independence The road to independence has been a long one for

LAPP, with a lot of setbacks along the way. It took more

than 25 years of lobbying, on the part of a lot of people,

to get the government of Alberta to give up control of

the Plan and allow those who sponsor it (employers and

Plan members) to make decisions on Plan benefits. At

last, government has listened and passed legislation

that establishes a new governance structure for LAPP,

effective March 1, 2019.

The first two goals of the Board’s strategic Plan were

related to governance and both were successfully

completed in 2018. Goal 1 was to ensure stakeholders

were engaged within the current structure and Goal 2 was to achieve joint-sponsorship and self-governance.

Thankfully the Plan has always had engaged

stakeholders who are up-to-date on the issues and

challenges facing LAPP. It was their advocacy for

governance changes and their availability to negotiate

the terms of independence with government that lead

to the passing of this new legislation.

On March 1, 2019, the LAPP Corporation will be

established as trustee and administrator of the Plan

and will be the foundation of a new governance

structure that features a bicameral (two-headed)

governance system with a representative Sponsor

Board and a fiduciary Corporation Board. The Plan will

be officially recognized as a jointly-sponsored pension

plan (JSPP) with full authority to make all decisions

concerning LAPP.

It is an important milestone for LAPP because it means

that members are no longer subjected to the political

risk and volatility that comes with party platforms and

election promises. Members contribute an average 10

per cent of their income every pay period throughout

their career to get a pension in retirement. Their

employers also contribute, paying one per cent more. It

is important that these “cheque-writers” who bear all

the risk in the Plan, have the ability to manage those


Sora KanngiesserFacility Program Assistant- Collicutt Centre, City of Red Deer


risks without interference and can respond quickly to

issues and events when warranted.

The Plan Sponsors will now have their say through

representation on a Sponsor Board, which has been

given authority in legislation to make decisions on Plan

benefits, contribution rates and membership in the Plan.

There will also be a Corporate Board to provide direction

to the management of LAPP Corporation, which

oversees Plan operations, including the administration

of pension benefits and investment management of the

LAPP fund. The two Boards will work together to see

that the Plan is properly funded and the needs of the

members and retirees are met. The governance

structure of the new LAPP Corporation, effective March

1, 2019, is depicted in the chart below.

The new structure, roles and responsibilities and a list

of the official Plan sponsors are set out in new

legislation, the Joint Governance of Public Sector Pension Plans Act, which became law December 11,

2018. It transfers final decision-making from the

Minister to LAPP Corporation and gives LAPP

Corporation the authority to properly oversee the

administration of the Plan, guide the investment of

LAPP’s pension fund and provide strategic risk

management for all facets of the Plan.

LAPP has 421 employers and dozens of unions and

associations representing the 265,000+ members of

the Plan. Not all of these sponsors can fit at a decision-

making table, so with the input of the major sponsors

(LAPP’s largest employers and unions), government has

named in legislation which organizations will act as the

official Plan Sponsors.

Plan Sponsors

LAPP Corporation

Employees(LAPP Members)

LAPP Sponsor Board

Employers(LAPP Employees)

LAPP CorporationBoard of Directors

LAPP CorporationManagement

APS AIMCo

Employees and Employers are the Plan sponsors and

appoint representatives to both the Sponsor Board and

the Board of Directors

Crown Corporation

of Alberta

Crown Corporation

of Alberta


The Plan sponsors appoint representatives to both

boards, and each board is divided evenly between

employer and labour representatives.

The Plan sponsors represent the employers and labour

groups in the three sectors of the Plan: health (51% of

members), municipalities (29% of members) and

education (20% of members). On each Board there are

six employer sponsors and six labour sponsors for a

total of 12 seats, as follows:

Employers

• Alberta Health Services – 3 seats

• City of Edmonton/ City of Calgary – 1

seat, rotating

• Alberta Urban Municipalities Association/Rural

Municipalities Association – 1 seat, rotating

• Alberta School Boards Association/ Council of

Post-Secondary Presidents – 1 seat, rotating

Unions & Associations

• Alberta Union of Provincial Employees – 2 seats

• Alberta Federation of Labour – 1 seat

• Canadian Union of Public Employees – 1 seat

• Health Sciences Association of Alberta – 1 seat

• United Nurses of Alberta – 1 seat

For those organizations that share rotating seats, the

practice will be that one organization will appoint to the

Sponsor Board and the other to the Corporation Board

and when the term expires, the organizations will

switch which board they appoint to. Under the terms of

the legislation, LAPP Corporation is required to use the

services of AIMCo and APS for the first five years of

self-governance. Both AIMCo and APS continue to be

Crown Corporations owned by the Government of

Alberta, which work independently, at arms-length, with

their own governing boards. The terms of service for

each provider will be set out in a written agreement that

will be signed by LAPP Corporation and it will be the

responsibility of LAPP to ensure that the terms of the

agreements are met, both for benefit administration and

investment management.

ContributionRates for 2018

ContributionRates for 2019

Member rate up to the YMPE*

9.39%on annualized salary* up to $55,900

8.39%on annualized salary* up to $57,400

Member rate over the YMPE

13.84%on annualized salary over $55,900


Employer rate up to the YMPE

10.39%on annualized salary up to $55,900

9.39%on annualized salary up to $57,400

Employer rate over the YMPE



Contribution Rates and Plan FundingDespite a lower return on investments than expected in

2018, LAPP ended the year in a surplus position, as it did

in 2017. While fully-funded status helps provide

reassurance that the plan for funding is working, the Board

must be prudent and hold on to some of its gains, even

while gradually adjusting contribution rates down

a little.

Rates were reduced by 1% for employers and 1% for

members in 2018. For a LAPP member earning $60,000 a

year, this resulted in increasing take home pay by about

$600 before taxes. Then again, in the fall of 2018, when

the Board conducted a new actuarial valuation, it approved

another rate reduction of a further 1% for 2019.

* If you work part time, contributions are determined based on your annualized salary. The contribution rate percentages are applied to your annualized salary, and the annualized contributions are then adjusted based on your full-time equivalency (FTE) to determine the required contributions. The annualized salary is the amount you would have earned if you worked full-time over the same period. It can be calculated by dividing your annual part-time earnings by your FTE.


Contribution rate volatility is one of the risks the Board

must manage when it is funding the Plan because there

is little value in lowering the rates in one year to raise

them again the next year. This means, it is important not

to reduce rates for members and employers unless it

seems clear the rate reduction can be sustained over

time. When rate reductions are made by LAPP they can

be counted on as being good news for two reasons;

members are getting the same great pension for less

money and the plan is well-enough funded to ensure

there is a stable, secure cushion supporting the secure

benefit members will get in retirement.

The Board makes sure of adequate funding by

conducting an actuarial valuation every year and providing

for future risks the Plan might face, in addition to known

pension obligations. It does this by steadily and prudently

expanding its capacity for dealing with future risks, like

market volatility or a sudden downturn in the economy.

The Board strategically builds margin with the ability to

spend it when times are tough or release it when times

are good.

Investment PerformanceMuch of 2018 was characterized by significant market

volatility as investors world-over responded throughout

the year to tumbling oil prices, economic destabilization

and global trade wars. Previous gifts of double-digit

returns from a very long-run bull market fizzled out

quickly in 2018 and LAPP ended the year with a final

2% return on investments, after an especially negative

fourth quarter experience.

However, despite lower-than-expected returns, LAPP

still ended 2018 at 108% funded, with an accounting

surplus of $3.5 billion. It is the second consecutive year

that LAPP has exceeded full funding (113% funded in

2017) and the success comes from a well-balanced and

diversified investment portfolio that weathered the

volatility and grew the Plan’s assets another $1.68

billion over the course of the year.

LAPP’s $44.5 billion in assets is invested by AIMCo

based on the risk appetite set by the Board and a

Statement of Investment Policy and Goals (SIP&G) that

identifies the assets mix and weights that reflect that

level of risk. AIMCo manages the majority of the Plan’s



George DuncanArena Operator, Collicutt Centre - City of Red Deer

Age of the oldest LAPP retiree

(at the end of 2018, excluding survivors/beneficiaries)

investments internally through pooled investment

funds. However, for reasons such as greater

diversification, access to external expertise and in order

to reduce operational complexity, AIMCo uses external

managers for some investments.

To evaluate performance and measure the value

returned by AIMCo’s active investment decisions, the

Board compares the actual investment results to its

investment policy benchmark. The benchmark return

represents what the Plan could reasonably expect to

earn without active management if it invested in the

market indices in proportion to the policy asset mix

approved by the Board.

AIMCo strives to earn more than market returns by over

or underweighting specific investments in relation to

the indices. AIMCo is expected to deliver a return of 85

basis points or 0.85% per annum, net of fees, in excess

of the policy benchmark over a four-year time horizon.

The table below compares the market-based policy

benchmark return to the Plan’s actual return. In 2018,

AIMCo added value of 1.0% from the market-based

policy benchmark of 1.0%. Over a four-year period, the

value return from AIMCo was 0.8% per annum

compared to the expected value return of 0.85% per

annum. Over the longer terms of ten and twenty years,

the value return by the investment manager was 0.3%

and 0.2% respectively.

Donna KittridgeAdministrative Clerk, Town of Drumheller

Year ending December 31, 2018 Annual Returns (%) Annualized Returns (%)

2018 2017 2016 2015 4 Years 10 Years 20 Years

Market return (Policy benchmark) 1.0 9.0 6.0 6.7 5.6 8.3 6.4

Value added (subtracted) by investment manager 1.0 1.1 (0.2) 1.2 0.8 0.3 0.2

Total Fund Return 2.0 10.1 5.8 7.9 6.4 8.6 6.6



Stakeholder Relations LAPP is very fortunate to have so many key

stakeholders who care about LAPP and its members.

With 440 employers and dozens of unions and

associations across the province, representing the

interests of LAPP’s 265,000+ members, there are a lot

of people and organizations important to LAPP’s Board

and management. Contact with these stakeholders and

continuous relationship building is a valuable

preoccupation throughout the year.

Aside from regular interactions with stakeholders, the

Board sets aside two days a year to meet with its

Stakeholder Consultation Group (known as the SCG).

These stakeholders, totaling about 60 people, come

together every spring and fall in Edmonton to learn

about how the Plan is doing, what issues and

challenges lie ahead, and the Board’s strategies for

dealing with them.

These employer and labour representatives discuss

ideas and concerns in breakout sessions and share best

practices in pension administration and finance within

and across sectors. It is a great networking opportunity

for these individuals, but the greatest value goes to the

Board and management, who get to learn first-hand

how the LAPP experience is for our members and

employers. LAPP is grateful to these organizations for

sharing the time and expertise of these knowledgeable

and committed individuals.

In 2018, a lot of discussion focused on the issues and

decisions needed if the government were to proceed

with independence and joint-governance for LAPP.

Different governance models were explored, best

practices were shared, and the stakeholders were well

prepared for a discussion of self-governance when the

government was ready to discuss its proposed model

and hear from stakeholders about what they wanted. In

fact, the Board hosted an extra meeting of the SCG in

the summer of 2018 so that these discussions with

government could take place.

LAPP stakeholders will continue to be an important part

of the work that will be undertaken by the new Sponsor

Board in 2019. They will be included in details about the

transition and may be asked to provide input and

feedback if the Board is faced with decisions related to

Plan benefits, Plan membership or other areas of the

Board’s mandate.

LAPP Member DemographicRetired MembersActive Members

Under 30

30-39

40-49

50-59

60-69

70-79

80-89

90-99

100 +

9.28%

25.47%

26.63%

27.33%

11.04%

0.26%

0.00%

0.00%

0.00%

0.00%

0.00%

0.02%*

4.76%

43.63%

36.53%

12.71%

2.29%

0.06%

* Disability pensions


InvestmentSummary

Jeff KnopfLife Safety Educator, City of Camrose

Investment Highlights

11.4%

7.9%

5.8%

10.1%

2.0%

Investment Summary

INVESTMENT PERFORMANCE

Investment Management StructureAlberta Investment Management Corporation

(AIMCo), a Crown corporation formed on January

1, 2008, provides the day-to-day investment

services for LAPP’s investment portfolio. AIMCo

invests LAPP’s assets for the benefit of its

members, in accordance with the LAPP Board’s

Statement of Investment Policy and Goals (SIP&G).

AIMCo manages the majority of the Plan’s

investments internally through pooled investment

funds. However, for reasons such as greater

diversification and to reduce operational

complexity, AIMCo also uses external managers.

Market ReviewThe longest bull run of public equity markets

appeared to be losing steam in the early part of

2018, and LAPP earned 0.8% on its investments in

the 1st quarter. The US Federal Reserve System

and the Bank of Canada continued to increase

interest rates, with the US target rate increasing by

100 basis points, or 1%, by the end of 2018.

Equity markets reversed their 1st quarter losses by

the end of the 3rd quarter on stronger than

expected corporate earnings. LAPP earned 2nd

and 3rd quarter returns of 1.8% and 0.2%,

respectively. Volatility was the key phrase, as trade

war fears and plunging oil prices pushed markets

into negative territory by the end of 2018. In the

4th quarter, LAPP lost 0.9% on its investments

and finished with a year-to-date return to 2.0%.

Investments: $44.5 billion

Return on investments: 2.0%

Investment income: $1.0 billion

Investment expenses: $271.5 million

Market Value - Investments(in billions)

$24

$16

$

$37.7

2016$42.7

2017 2018

$44.5

$30.7

2014

$34.3

2015

$32

$40

$48

4Yrs*

6.4%

10Yrs*

8.6%

20Yrs*

6.6%

Actual Returns by Year (%)

15%

10%

5%

0%

Actual Return (*annualized)

14 15 16 17

Expected Long-Term Return 5.4%

18

$8


Table of Investment Returns December 31, 2018

Asset/Sub-asset category Benchmark

Fair value (in millions)

Asset Mix (%)

Annual Returns % Compound Annualized Return 4 yr2018 2017 2016 2015

Fund $44,438.2 100.0 2.0 10.1 5.8 7.9 6.4

Policy 1.0 9.0 6.0 6.7 5.6

CPI 1.7 2.1 1.2 1.4 1.6

Fixed Income 14,855.2 33.5 1.8 5.0 2.6 4.3 3.4

Fixed Income Index 1.0 4.3 1.5 4.1 2.7

Short Term and Cash 378.0 0.9 1.6 1.0 0.9 0.9 1.1

FTSE TMX 91-Day T-Bill Index 1.4 0.6 0.5 0.6 0.8

Universe Bonds 5,780.85 13.0 4.7 3.3 3.3 4.1 3.2

Private Mortgages 1,647.2 3.7 4.0 2.5 1.9 5.1 3.5

Private Debt and Loan 708.9 1.6 4.0 2.3 4.4 6.1 4.2

FTSE TMX Universe Bond Index 1.4 2.5 1.7 3.5 2.3

Long Bonds 6,340.6 14.3 0.9 7.6 2.4 4.1 3.7

FTSE TMX Long-term Government Bond Index 0.5 6.5 1.3 4.5 3.2

Inflation Sensitive and Alternatives 11,351.8 25.5 12.9 8.1 5.2 10.6 8.6

Inflation sensitive and Alternative Index 8.1 5.7 5.2 7.8 6.4

Real Return Bonds - 0.0 n/a 1.3 3.4 3.0 n/a

FTSE TMX Real Return Bond Index n/a 0.7 2.9 2.8 n/a

Real Estate 6,619.9 14.9 12.4 9.1 4.3 10.3 8.6

Combined Real Estate benchmark 9.5 7.0 5.8 8.0 7.6

Infrastructure 3,954.8 8.9 13.8 7.9 7.8 19.9 10.8

CPI + 4.5% (5 year rolling average) 6.2 6.0 5.7 5.8 5.9

Timberland 777.1 1.7 12.4 15.7 10.0 7.6 10.5


Short Horizon 16,721.8 37.6 (4.8) 15.9 9.3 11.2 7.6

Short Horizon Index (3.6) 14.7 9.6 8.2 7.0

Canadian Equity 3,354.1 7.5 (9.7) 10.0 19.8 (7.4) 2.4

S&P/TSX Capped Composite Index (8.9) 9.1 21.1 (8.3) 2.5

Global Equity 8,960.1 20.2 (1.7) 16.2 4.8 21.8 9.9

MSCI World Index (0.5) 14.4 3.8 18.9 8.9

Emerging Markets 2,424.6 5.4 (8.2) 30.4 8.7 6.2 8.4

MSCI Emerging Markets Index (6.9) 28.3 7.3 2.0 6.9

Small Cap Equity 1,983.0 4.5 (7.2) 14.1 12.1 13.6 7.8

MSCI World Small Cap Index (6.1) 15.0 18.5 7.7 8.3

Long Horizon - Private Equity 1,246.6 2.8 11.7 0.7 (2.2) (9.4) 4.0


Strategic Opportunities, Tactical Allocations and Currency Hedges 262.8 0.6 4.6 8.3 n/a n/a 15.1

Strategic Opportunities 239.4 0.5 (2.2) 5.0 (3.2) 42.8 9.2

Tactical Asset Allocations 19.5 0.1 60.6 38.7 13.1 49.7 39.4

Currency Hedges 3.9 0.0 n/a n/a n/a n/a n/a


LAPP Investment Summary

Asset Mix LAPP’s Board sets the asset mix policy for the Plan which includes fixed income securities, equities (short and long

horizon) and inflation sensitive/alternative investments. The table below compares the target policy asset mix

benchmark and minimum and maximum ranges, effective for 2018, with the actual asset mix at December 31, 2018

and 2017.

Asset Mix

December 31, 2018 Policy Policy Policy Actual Actual (in percent) Weight Minimum Maximum 2018 2017

Fixed Income 30.5 20.0 40.0 33.4 32.6

Short-Term and cash 0.0 10.0 0.9 0.6

Long-Term

Long-term Bonds 5.0 25.0 14.2 14.5

Universe Bonds 5.0 25.0 13.0 13.6

Mortgages 0.0 10.0 3.7 3.2

Private Debt 0.0 6.0 1.6 0.7

Short-Horizon 31.5 25.0 50.0 37.7 42.5

Canadian Equity 5.0 20.0 7.5 8.6

Global Developed Equity 10.0 40.0 20.2 23.2

Emerging Market Equity 0.0 10.0 5.5 5.7

Small Cap Equity 0.0 10.0 4.5 5.0

Long Horizon - Private Equity 6.0 3.0 9.0 2.8 2.5

Inflation Sensitive/Alternatives 32.0 20.0 50.0 25.5 21.7

Real Estate 10.0 25.0 14.9 12.0

Real Return Bonds * 0.0 10.0 0.0 1.3

Infrastructure 5.0 25.0 8.9 7.2

Timberland 0.0 3.0 1.7 1.2

Strategic Opportunties, Tactical Allocations and Currency Hedges - - - 0.6 0.7

Total 100.0 100.0 100.0

* Position was sold in March 2018


Risk Management The LAPP Board accepts that in order to meet the

return objectives of the Plan, it must take on risk in the

assets in which the Plan invests. The Plan invests in a

diverse set of asset types to help improve the

likelihood of achieving the desired results for a given

level of risk. Investment risk management is a central

focus for AIMCo as it seeks to measure and monitor

both historic and possible future risks, allocating risk as

a scarce resource to the most promising investment

opportunities. AIMCo maintains a quantitative

investment risk system designed to operate across all

asset classes and a variety of risk types such as

market risk, currency risk, and concentration risk.

As the ultimate risk to a pension plan is not being able

to meet pension obligations, the Board monitors the

risk of the Plan’s liabilities in relation to the investment

assets. The Board has established a series of limits on

risk to the Plan’s funded status and its investment

policies are measured and monitored on this basis.

Real EstateAt December 31, 2018, real estate investments

comprised 14.9% of the Plan’s total investments or

$6.6 billion compared to 12.0% or $5.1 billion the

previous year. Real estate investments provide

diversification, high cash flow and are expected to

provide protection from inflation. Canadian real estate

exposure is from AIMCo’s Private Real Estate Pool

which includes a mix of office, retail, industrial and

residential properties located in Ontario, Alberta,

Quebec and British Columbia.

The Plan also invests in AIMCo’s Foreign Real Estate

Pool, which includes office, industrial, residential and

retail properties in the United States, United Kingdom,

Europe and Mexico.

In 2018, the Plan’s actual gain from real estate

investments was 12.4%, 2.9% more than the

combined benchmark gain of 9.5%.

Canadian Real Estate by Sector

Office 28%

Retail 37%Residential 15%

Industrial 14%

Funds 4%Equity 2%

Canadian Real Estate by Province

Alberta 30%Ontario 57%

Funds 4%Other 2%

Quebec & BC 7%

Foreign Real Estate by Sector

Office 40%

Retail 11%

Residential 12%

Industrial 17%

Funds 15%Other 5%

Foreign Real Estate by Geographic Location

Mexico 3%

USA 46%

United Kingdom 32%

Europe 19%


InfrastructureAt December 31, 2018, the Plan’s investment in AIMCo’s

Infrastructure pools comprised 8.9% of total Plan

investments or $4.0 billion, up from 7.2% or $3.1 billion

held at the end of the previous year. The investment in

infrastructure includes projects that provide attractive

returns and include projects in transportation (e.g. toll

roads, airports, ports and rails), power (eg. contracted

power generation and power transmission pipelines) and

utilities (e.g. water, waste water and natural gas

networks). In 2018, investments in infrastructure gained

13.8%, 7.6% better than the benchmark gain of 6.2%.

TimberlandAt December 31, 2018, the Plan’s investment in AIMCo’s

Timberland pools comprised 1.7% of total Plan

investments or $777 million, up from 1.2% or $504

million at the end of the previous year. Investments

include funds holding timber and forestry property as

well as agricultural and farm land in Canada, United

States, Australia, New Zealand and Latin America. In

2018, the Timberland investments gained 12.4%,

doubling the benchmark gain of 6.2%.


Lana BoschAdministrative Assistant, Town of Drumheller

BenefitAdministration

Laura KozelenkoCustomer Service Leader - Collicutt Centre, City of Red Deer


AdministrationofLAPPBenefitsAlberta Pensions Services Corporation (APS) provided

pension services (as directed under a Pension Services

Agreement with the President of Treasury Board and

Minister of Finance) on behalf of Local Authorities

Pension Plan (LAPP).

Services in 2018 included:

• Contributions management

• Member, pensioner and employer

information management

• Member, pensioner and employer education

• Benefit calculations

• Benefit disbursements

• Policy development and implementation

LAPP Member Services ExpensesLAPP’s share of APS’ operating and plan-specific costs

are based on cost allocation policies approved by the

President of Treasury Board and Minister of Finance.

Alberta Local Authorities Pension Plan Corporation

(ALAPP Corp.) costs include remuneration to senior

officials, a small staff and the Board members.

LAPP’s share of APS’ costs were $37 million in 2018.

Based on average membership, LAPP’s per member

service expense is $151 which includes APS’ operating

costs, ALAPP Corp. operating costs and other

professional fees.

Member Service Expenses

($ thousands) 2018 2017

Alberta Pensions Services Corporation (APS) 37,370 36,482

Alberta Local Authorities Pension Plan Corporation (ALAPP Corp.)

2,704 2,350

Actuarial Fees 123 218

Total member service expenses 40,197 39,050

Member service expenses per member $151 $ 150

LAPP Members, Pensioners and EmployersBased on year-end totals, LAPP has 421 employers

and a total of 265,813 active and deferred members

and pensioners. In 2018, 12,776 new members joined

the Plan, 3,497 re-joined the Plan, 5,048 members

retired, 8,366 members deferred funds, and 6,775

members terminated and left the Plan.


Darren ThompsonElectrician & Power Engineer, City of Red Deer Water Treatment Plant

Cost-of-Living Adjustment (COLA) to Pensions in PayAfter a member begins receiving a pension, a cost-of-

living adjustment is applied every year there is an

increase in the Alberta Consumer Price Index (ACPI).

COLA is equal to 60 per cent of the yearly increase of

the ACPI.

As of January 1, 2018, the COLA granted to pensioners

was 0.78 per cent. For those who retired during 2018,

this COLA was prorated.

J U N EMOST POPULAR

MONTH TO RETIRE

(of all pensions started in 2018)

Activities in 2018APS achieved the following successes for LAPP, their

employers and their Plan members:

• Launched APS Dash—an at-a-glance view of key

performance indicators—and made the data available

to LAPP management in near real-time. APS Dash

allows for more transparency and collaboration

between APS and LAPP Corporation.

• Achieved a 99.7% payout calculation accuracy rate

for the year.

• APS increased operational efficiency by

implementing technology for processing annual

member and pensioner statements. The result was a

reduction in manual effort by up to 90%.

• Achieved all member phone-call related service level

targets, and achieved an 80% satisfaction rating by

Plan members.


Ravinder GillPlant Operator, City of Red Deer Water Treatment Plant


• Provided member education services across Alberta,

including 1,097 one-on-one sessions, 222 group

sessions and 31 webinars.

• Ended the year with a 78% employer engagement

score. The score is comprised of the following

measurements of APS’ employer services:

employer satisfaction, employer compliance

and employer portal.

• There were 28,591 new registrations in 2018, with a

total of 91,439 members registered.

• Assisted in the enhancement of member resources,

such as education session materials, the LAPP

Member Handbook and LAPP At-a-Glance.

• Continued to work with LAPP Corporation to add

features to the LAPP website.

Looking Ahead:The following are APS’ key areas of focus for 2019:

• Following joint governance, ensuring that all benefit

administration activities are compliant with the

Employment Pensions Plan Act (EPPA) within

established timelines.

• Working with key stakeholders and vendors to

improve performance of the employer portal, for the

purpose of delivering a better user experience for

employers.

• Proactively engaging with employers, including

the implementation of quarterly, sector-specific

employer forums.

• Implementing a plan to ensure that Plan member

statements are delivered within the timelines

required by the EPPA in 2020.

Joe CrokenSenior Peace Officer, Town of Blackfalds


Financial Statements Year Ended December 31, 2018

Contents

30 Independent

Auditor’s Report

33 Statement of

Financial Position

34 Statement of Changes

in Net Assets Available

forBenefits

35 Statement of Changes

in Pension Obligation

36 Notes to the

Financial Statements

Amy Boult9-1-1 Emergency Dispatcher, City of Red Deer Emergency Services

Independent Auditor’s Report

To the LAPP Corporation Board of Directors

Report on the Financial Statements

OpinionI have audited the financial statements of the Local Authorities Pension Plan, which comprise the statement of financial position as at December 31, 2018, and the statements of changes in net assets available for benefits and changes in pension obligations for the year then ended, and notes to the financial statements, including a summary of significant accounting policies.

In my opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Local Authorities Pension Plan as at December 31, 2018, and the changes in net assets available for benefits and changes in its pension obligations for the year then ended in accordance with Canadian accounting standards for pension plans.

Basis for opinionI conducted my audit in accordance with Canadian generally accepted auditing standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of my report. I am independent of the Local Authorities Pension Plan, in accordance with the ethical requirements that are relevant to my audit of the financial statements in Canada, and I have fulfilled my other ethical responsibilities in accordance with these requirements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Other information Management is responsible for the other information. The other information comprises the information included in the Annual Report, but does not include the financial statements and my auditor’s report thereon. The LAPP 2018 Annual Report is expected to be made available to me after the date of this auditor’s report. My opinion on the financial statements does not cover the other information and I do not express any form of assurance conclusion thereon.

In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

If based on the work I have performed on the other information obtained prior to the date of the auditor’s report, I conclude that there is a material misstatement of this other information, I am required to report the fact. I have nothing to report in this regard.


Responsibilities of management and those charged with governance for the financial statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian accounting standards for pension plans, and for such internal control as management determines is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is responsible for assessing the Local Authorities Pension Plan’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless it is intended to cease operations, or there is no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the Local Authorities Pension Plan financial reporting process.

Auditor’s Responsibilities for the Audit of the Financial StatementsMy objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with Canadian generally accepted auditing standards, I exercise professional judgment and maintain professional skepticism throughout the audit. I also:• Identify and assess the risks of material misstatement of the financial statements, whether due

to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Local Authorities Pension Plan’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.


• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Local Authorities Pension Plan’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the Local Authorities Pension Plan to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

I communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

W. Doug Wylie FCPA, FCMA, ICD.D Auditor General April 25, 2019Edmonton, Alberta

[Original signed by W. Doug Wylie FCPA, FCMA, ICD.D]

Independent Auditor’s Report


LAPP Financial Statements

Statement of Financial PositionAs at December 31, 2018

Statement of Financial PositionAs at December 31, 2018

PDF named:AR10-11_c1si_LAPP_01sna.pdf

2010-11 AFE Annual ReportSubSection: Other Information Supplementary Information

2018 2017Net assets available for benefitsAssets

Investments (Note 3) 44,438,154$ 42,719,090$ Contributions receivable

Employers 14,761 33,159 Employees 13,016 31,069

Accounts receivable 31,342 35,274 Total Assets 44,497,273 42,818,592

LiabilitiesAccounts payable 28,726 75,077 Liability for investment purchases and expenses - 15,000

Total Liabilities 28,726 90,077

Net assets available for benefits 44,468,547$ 42,728,515$

Pension obligation and surplus or deficitPension obligation (Note 5) 40,999,200$ 37,893,000$ Surplus (Deficit) (Note 6) 3,469,347 4,835,515

Pension obligation and surplus or deficit 44,468,547$ 42,728,515$

The accompanying notes are part of these financial statements.

($ thousands)

Statement of Financial Position

AR18-19_c1si_LAPP_tables.xlsx / 01sfp Printed to PDF on: 3/7/2019 / 10:00 AM


LAPP Financial Statements

Statement of Changes in Net Assets Available for BenefitsYear ended December 31, 2018

Statement of Changes in Net Assets Available for BenefitsYear ended December 31, 2018

PDF named:AR10-11_c1si_LAPP_02socna.pdf


Statements of Changes in Net Assets Available For Benefits

2018 2017Increase in assets

Contributions (Note 7) 2,536,483$ 2,654,790$ Investment income (Note 8) 1,126,327 4,124,529 Transfers from other plans 21,361 9,178

3,684,171 6,788,497 Decrease in assets

Benefit payments (Note 10) 1,609,864 1,502,853 Transfers to other plans 22,530 7,635 Investment expenses (Note 11) 271,548 233,387 Administrative expenses (Note 12) 40,197 39,050

1,944,139 1,782,925

Increase in net assets 1,740,032 5,005,572

Net assets available for benefits at beginning of year 42,728,515 37,722,943

Net assets available for benefits at end of year 44,468,547$ 42,728,515$


($ thousands)

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Statement of Changes in Pension ObligationYear ended December 31, 2018

Statement of Changes in Pension ObligationYear ended December 31, 2018

PDF named:AR10-11_c1si_LAPP_03soclab.pdf


Statements of Changes in Pension Obligation

2018 2017Increase in pension obligation

Interest accrued on opening pension obligation 2,325,700$ 2,160,000$ Benefits earned 1,736,400 1,825,200 Net transfers - 1,500 Net increase due to actuarial assumption changes (Note 5a) 1,417,200 -

5,479,300 3,986,700 Decrease in pension obligation

Net decrease due to actuarial assumption changes (Note 5a) - 2,831,200 Net experience gains (Note 5b) 713,700 78,700 Benefits, transfers and interest 1,659,400 1,544,100

2,373,100 4,454,000 Net (decrease) increase in pension obligation 3,106,200 (467,300)

Pension obligation at beginning of year 37,893,000 38,360,300

Pension obligation at end of year (Note 5) 40,999,200$ 37,893,000$


($ thousands)

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Notes to the Financial StatementsYear ended December 31, 2018 (All dollar amounts in thousands, except per member data)Notes to the Financial Statements

Year ended December 31, 2018(All dollar amounts in thousands, except per member data)

NOTE 1 SUMMARY DESCRIPTION OF THE PLAN

The following description of the Local Authorities Pension Plan (the Plan) is a summary only. For a complete description of the Plan, reference should be made to the Joint Governance of Public Sector Pension Plans Act, Statutes of Alberta 2018, Chapter J-0 .5 (Joint Governance Act) and the Public Sector Pension Plans Act, Revised Statutes of Alberta 2000, Chapter P-41 (PSPPA), and the Local Authorities Pension Plan Alberta Regulation 366/93, (LAPP Regulation), as amended, as were in effect prior to being repealed on March 1, 2019 (see Note 15). Unless otherwise stated, all terms that are not defined below have the meaning ascribed to them in the Plan. Should anything in Note 1 or the financial statements conflict with the legislation, the legislation shall apply.

a) GENERAL

The Plan is a contributory defined benefit pension plan for eligible employees of local authorities and approved public bodies. These include cities, towns, villages, municipal districts, hospitals, school divisions, school districts, colleges, technical institutes and certain commissions, foundations, agencies, libraries, corporations, associations and societies. The Plan is a registered pension plan as defined in the Income Tax Act . The Plan’s registration number is 0216556. As of March 1, 2019, the Plan is also registered under the Employment Pension Plans Act, Statutes of Alberta 2012, Chapter E-8.1 (EPPA). As of December 31, 2018, the President of Treasury Board, Minister of Finance was the legal trustee of the Plan. As of March 1, 2019, LAPP Corporation is the trustee of the Plan (see Note 15) and is management for purposes of these financial statements. The Plan is governed collectively by the LAPP Sponsor Board and by LAPP Corporation, including its Board of Directors (the Board). The LAPP Sponsor Board has certain statutory functions with respect to the Plan under the Joint Governance Act, including making and amending a plan text, setting contribution rates, and establishing a funding policy. LAPP Corporation is the administrator of the Plan for all purposes of the EPPA, except to the extent that responsibility has been expressly assigned to the LAPP Sponsor Board.

b) PLAN FUNDING

Current service costs and any actuarial deficiency (see Note 14) are funded by employers and employees at contribution rates which together with investment earnings are expected to provide for all benefits payable under the Plan. The contribution rates in effect at December 31, 2018 were 9.39% (2017: 10.39%) of pensionable earnings up to the Canada Pension Plan’s Year’s Maximum Pensionable Earnings (YMPE) and 13.84% (2017: 14.84%) of pensionable earnings over the YMPE for employees, and 10.39% (2017: 11.39%) of pensionable earnings up to the YMPE and 14.84% (2017 15.84%) of pensionable earnings over the YMPE for employers. Pensionable earnings are subject to a limit (the salary cap) to ensure the pension accrual is not greater than the maximum pension benefit limit allowed under the Income Tax Act . In 2018, the pensionable earnings limit was $163,992 (2017: $162,312).


The contribution rates were reviewed by the Board in 2018 and, as a result, contribution rates were reduced effective January 1, 2019. The contribution rates in effect from January 1, 2019 are 8.39% of pensionable earnings up to the YMPE and 12.84% of pensionable earnings over the YMPE for employees, and 9.39% of pensionable earnings up to the YMPE and 13.84% of pensionable earnings over the YMPE for employers. Rates are to be reviewed at least once every three years based on recommendations of the Plan’s actuary.

c) RETIREMENT BENEFITS

The Plan provides for a pension of 1.4% for each year of pensionable service based on the highest average salary over five consecutive years up to the average YMPE over the same five consecutive year period and 2.0% on the average salary over the average YMPE, up to the average salary cap for the same period. The maximum pensionable service that can be credited under the Plan is 35 years. Unreduced pensions are payable to members at retirement who have attained age 65, or have attained age 55 and the sum of their age and years of pensionable service equals at least 85. Members with a minimum of two years of membership or pensionable service may retire as early as age 55,with their pensions being reduced if the sum of their age and years of pensionable service is less than 85.

d) DISABILITY PENSIONS

Pensions may be payable to members who become totally disabled and retire early with at least two years of membership or pensionable service. Reduced pensions may be payable to members who become partially disabled and retire early with at least two years of membership or pensionable service .

e) DEATH BENEFITS

Death benefits are payable on the death of a member. If the member has at least two years of membership or pensionable service and a surviving pension partner, the surviving pension partner may choose to receive either a survivor pension or a lumpsum payment. For a beneficiary other than a pension partner, or where membership or pensionable service is less than two years, a lump sum payment will be made.

f) TERMINATION BENEFITS AND REFUNDS TO MEMBERS

Members who terminate with at least two years of membership or pensionable service and who are not immediately entitled to a pension may receive the commuted value for all years of membership, with the commuted value being subject to locking-in provisions. Any service purchased by the member on an elective basis that was wholly funded by the member is not included in the commuted value and is instead refunded as contributions with interest. If the remaining member contributions fund more than 50% of the benefit, that excess is paid as a cash refund. Alternatively, they may elect to receive a deferred pension. Members who terminate with fewer than two years of membership or pensionable service receive a refund of their contributions and interest. These payments are included as benefit payments on the statement of changes in net assets available for benefits.

g) PURCHASED SERVICE AND TRANSFERS

All elective service purchases are to be cost-neutral to the Plan . The actuarial present value of pension entitlements is paid when service is transferred out of the Plan under a transfer agreement . The cost to recognize service transferred into the Plan under a transfer agreement is the actuarial present value of the benefits that will be created as a result of the transfer .


Notes to the Financial StatementsYear ended December 31, 2018 (All dollar amounts in thousands, except per member data)

h) COST-OF-LIVING ADJUSTMENTS

Pensions payable are increased each year on January 1st by an amount equal to 60% of the increase in the Alberta Consumer Price Index . The increase is based on the increase during the twelve-month period ending on October 31st in the previous year. The increase is prorated for pensions that became payable within the year.

NOTE 2 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES AND REPORTING PRACTICES

a) BASIS OF PRESENTATION

These financial statements are prepared on the going concern basis in accordance with Canadian accounting standards for pension plans. The Plan has elected to apply International Financial Reporting Standards (IFRS) for accounting policies that do not relate to its investment portfolio or pension obligation . The statements provide information about the net assets available in the Plan to meet future benefit payments and are prepared to assist Plan members and others in reviewing the activities of the Plan for the year.

b) CHANGE IN ACCOUNTING POLICY

Effective January 1, 2018, the Plan adopted the accounting standard IFRS 9 – Financial Instruments on a prospective basis. There was no impact on the financial position or performance of the Plan .

c) VALUATION OF INVESTMENTS

Investments are recorded at fair value . As disclosed in Note 3, the Plan’s investments consist primarily of direct ownership in units of pooled investment funds (“the pools”). The pools are established by Ministerial Order 16/2014, being the Establishment and Maintenance of Pooled Funds, pursuant to the Financial Administration Act of Alberta, Chapter F-12, Section 45, and the Alberta Investment Management Corporation Act of Alberta, Chapter A-26 .5, Section 15 and 20 . Participants in pools include government and non-government funds and plans .

Contracts to buy and sell financial instruments in the pools are between the Province of Alberta and the third party to the contracts. Participants in the pools are not party to the contracts and have no control over the management of the pool and the selection of securities in the pool. Alberta Investment Management Corporation (AIMCo), a Crown corporation within the Ministry of Treasury Board and Finance, controls the creation of the pools and the management and administration of the pools including security selection. Accordingly, the Plan does not report the financial instruments of the pools on its statement of financial position.

The Plan becomes exposed to the financial risks and rewards associated with the underlying financial instruments in a pool when it purchases units issued by the pools and loses its exposure to those financial risks and rewards when it sells its units. The Plan reports its share of the financial risks in Note 4.

The fair value of units held by the Plan is derived from the fair value of the underlying financial instruments held by the pools as determined by AIMCo (see Note 3b). Investments in units are recorded in the Plan’s accounts. The underlying financial instruments are

NOTE 1 SUMMARY DESCRIPTION OF THE PLAN... CONTINUED


recorded in the accounts of the pools. The pools have a market-based unit value that is used to distribute income to the pool participants and to value purchases and sales of the pool units. The pools include various financial instruments such as bonds, equities, real estate, derivatives, investment receivables and payables and cash.

The Plan’s cut-off policy for valuation of investments, investment income and investment performance is based on valuations confirmed by AIMCo on the fourth business day following the year end. Differences in valuation estimates provided to Alberta Treasury Board and Finance after the year end cut-off date are reviewed by management. Differences considered immaterial by management are included in investment income in the following period.

Investments in pool units are recorded in the Plan’s accounts on a trade date basis .

All purchases and sales of the pool units are in Canadian dollars .

Fair value is the amount of consideration agreed upon in an arm’s length transaction between knowledgeable, willing parties who are under no compulsion to act.

d) INVESTMENT INCOME

(a) Investment income is recorded on an accrual basis.

(b) Investment income is reported in the statement of changes in net assets available for benefits and in Note 8 and includes the following items recorded in the Plan’s accounts:

i . Income distributions from the pools, based on the Plan’s pro-rata share of total units issued by the pools; and

ii . Changes in fair value of units including realized gains and losses on disposal of units and unrealized gains and losses on units determined on an average cost basis .

e) INVESTMENT EXPENSES

Investment expenses include all amounts incurred by the Plan to earn investment income (see Note 11). Investment expenses are recorded on an accrual basis. Transaction costs are expensed as they are incurred.

f) VALUATION OF PENSION OBLIGATION

The value of the pension obligation and changes therein during the year are based on an actuarial valuation prepared by an independent firm of actuaries. The valuation is made at the beginning of the year, the results of which are then extrapolated to year-end. The valuation uses the projected benefit method pro-rated on service and Treasury Board and Finance’s best estimate, as at the measurement date, of various economic and non-economic assumptions .

g) MEASUREMENT UNCERTAINTY

In preparing these financial statements, estimates and assumptions are used in circumstances where the actual values are unknown. Uncertainty in the determination of the amount at which an item is recognized in the financial statements is known as measurement uncertainty. Such uncertainty exists when there is a variance between



the recognized amount and another reasonably possible amount, as there is whenever estimates are used .

Measurement uncertainty exists in the valuation of the Plan’s pension obligation, private investments, hedge funds, real estate and timberland investments. Uncertainty arises because:

i) the Plan’s actual experience may differ, perhaps significantly, from assumptions used in the extrapolation of the Plan’s pension obligation, and

ii) The estimated fair values of the Plan’s private investments, hedge funds, real estate and timberland investments may differ significantly from the values that would have been used had a ready market existed for these investments.

While best estimates have been used in the valuation of the Plan’s pension obligation, private investments, hedge funds, real estate and timberland investments, it is possible, based on existing knowledge, that changes in future conditions in the short term could require a material change in the recognized amounts.

Differences between actual results and expectations in the Plan’s pension obligation are disclosed as assumption or other changes and net experience gains or losses in the statement of changes in pension obligation in the year when actual results are known.

Differences between the estimated fair values and the amount ultimately realized for investments are included in net investment income in the year when the ultimate realizable values are known.

h) INCOME TAXES

The Plan is a registered pension plan, as defined by the Income Tax Act (Canada) and, accordingly, is not subject to income taxes.

NOTE 3 INVESTMENTS

The Plan’s investments are managed at the asset class level for purposes of evaluating the Plan’s risk exposure and investment performance against approved benchmarks based on fair value. During 2018, AIMCo invested the Plan’s assets in accordance with the Statement of Investment Policy and Goals (SIP&G) approved by the LAPP Board of Trustees under the PSPPA. As of March 1, 2019, AIMCo invests the Plan’s assets in accordance with the Statement of Investment Policies and Procedures (SIPP) approved by the Board.The fair value of the pool units is based on the Plan’s share of the net asset value of the pooled fund. The pools have a market based unit value that is used to allocate income to participants of the pool and to value purchases and sales of pool units. AIMCo is delegated authority to independently purchase and sell securities in the pools and Plan, and units of the pools, within the ranges approved for each asset class (see Note 4).

NOTE 2 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES... CONTINUED


* This asset class is not listed separately in the SIP&G as it relates to strategic investments and currency overlays made on an opportunistic and discretionary basis (see Note 4).

a) Fair Value Hierarchy: The quality and reliability of information used to estimate the fair value of investments is classified according to the following fair value hierarchy with level 1 being the highest quality and reliability.

● Level 1 - fair value is based on quoted prices in an active market. Although the pools may ultimately hold publicly traded listed equity investments, the pool units themselves are not listed in an active market and therefore cannot be classified as Level 1 for fair value hierarchy purposes. Pool units classified by the Plan as Level 2 may contain investments that might otherwise be classified as Level 1.

● Level 2 - fair value is estimated using valuation techniques that make use of market-observable inputs other than quoted market prices. This level includes pool units that hold public equities, debt securities and derivative contracts totaling $28,812,905 (2017: $30,581,137).

● Level 3 - fair value is estimated using inputs based on non-observable market data . This level includes pool units that hold private mortgages, hedge funds, private equities and inflation sensitive investments totaling $15,625,249 (2017: $12,137,953).

PDF named:AR10-11_c1si_LAPP_05inv.pdf


INVESTMENTS Note 3

($ thousands)Fair Value Hierarchy (a) 2018 2017

Asset class Level 2 Level 3 Fair Value Fair Value

Fixed incomeDeposits and short-term securities 377,972$ -$ 377,972$ 275,619$ Bonds, mortgages and private debt 12,121,028 2,356,094 14,477,122 13,629,355

12,499,000 2,356,094 14,855,094 13,904,974

Real estate - 6,619,908 6,619,908 5,144,234 Real return bonds - - - 551,659 Infrastructure - 3,954,757 3,954,757 3,069,267 Timberland - 777,149 777,149 504,126

- 11,351,814 11,351,814 9,269,286 Short horizon

Canadian equities 3,354,053 - 3,354,053 3,668,203 Global developed equities 8,528,783 431,319 8,960,102 9,897,644 Emerging market equities 2,424,598 - 2,424,598 2,457,151 Small cap equity 1,983,002 - 1,983,002 2,135,009

16,290,436 431,319 16,721,755 18,158,007 Long horizon

Private equities 39 1,246,582 1,246,621 1,087,897

23,430 239,440 262,870 298,926 Total investments 28,812,905$ 15,625,249$ 44,438,154$ 42,719,090$

Inflation sensitive and alternatives

Strategic, tactical and currency investments *

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Reconciliation of Level 3 Fair Value Measurement

b) Valuation of Financial Instruments recorded by AIMCo in the PoolsThe methods used to determine the fair value of investments recorded in the pools are explained in the following paragraphs:

● Fixed income: Public interest-bearing securities are valued at the year-end closing sale price or the average of the latest bid and ask prices quoted by an independent securities valuation company. Private mortgages are valued based on the net present value of future cash flows. Cash flows are discounted using appropriate interest rate premiums over similar Government of Canada benchmark bonds trading in the market. Private debt and loans is valued similar to private mortgages.

● Inflation sensitive and alternatives: The estimated fair value of private real estate investments is reported at the most recent appraised value, net of any liabilities against the real property. Real estate properties are appraised annually by qualified external real estate appraisers. Appraisers use a combination of methods to determine fair value including replacement cost, direct comparison, direct capitalization of earnings and discounted cash flows. The fair value of timberland investments is appraised annually by independent third party evaluators. Infrastructure investments are valued similar to private equity investments.

● Short horizon: Public equities are valued at the year-end closing sale price or the average of the latest bid and ask prices quoted by an independent securities valuation company. The fair value of hedge fund investments is estimated by external managers .

● Long horizon: The fair value of private equities is estimated by managers or general partners of private equity funds, pools and limited partnerships. Valuation methods may encompass a broad range of approaches. The cost approach is used to value companies without either profits or cash flows. Established private companies are valued using the fair market value approach reflecting conventional valuation methods including discounted cash flows and earnings multiple analysis.

● Strategic, tactical and currency investments: The estimated fair value of infrastructure investments held in emerging market countries are valued similar to private equities. For tactical asset allocations, investments in derivative contracts provides overweight or underweight exposure to global equity and bond markets, including emerging markets. Currency investments consist of directly held currency forward and spot contracts.

PDF named:AR10-11_c1si_LAPP_06level3VM.pdf


INVESTMENTS Note 3

* Reconciliation of Level 3 Fair Value Measurements

2018 2017Balance, beginning of year 12,137,953$ 10,623,852$

Investment income * 1,483,753 809,196 Purchases of Level 3 pooled fund units 3,141,062 2,342,695 Sale of Level 3 pooled fund units (1,137,480) (1,637,790) Level 3 transfers out (39) -

Balance, end of year 15,625,249$ 12,137,953$

* Investment income includes unrealized gains (losses) of $1,172,088 (2017: $(161,429)).

($ thousands)

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NOTE 3 INVESTMENTS CONTINUED


● Foreign currency: Foreign currency transactions in pools are translated into Canadian dollars using average rates of exchange. At year end, the fair value of investments in other assets and liabilities denominated in a foreign currency are translated at the year-end exchange rates.

● Derivative contracts: The carrying value of derivative contracts in a favourable and unfavourable position is recorded at fair value and is included in the fair value of pooled investment funds (see Note 4f). The estimated fair value of equity and bond index swaps is based on changes in the appropriate market-based index net of accrued floating rate interest. Interest rate swaps and cross-currency interest rate swaps are valued based on discounted cash flows using current market yields and exchange rates. Credit default swaps are valued based on discounted cash flows using current market yields and calculated default probabilities. Forward foreign exchange contracts and futures contracts are valued based on quoted market prices. Options to enter into interest rate swap contracts are valued based on discounted cash flows using current market yields and volatility parameters which measure changes in the underlying swap. Warrants and rights are valued at the year-end closing sale price or the average of the latest bid and ask prices quoted by an independent securities valuation company.

NOTE 4 INVESTMENT RISK MANAGEMENT

The Plan is exposed to financial risks associated with the underlying securities held in the pools created and managed by AIMCo. These financial risks include credit risk, market risk and liquidity risk. Credit risk relates to the possibility that a loss may occur from the failure of another party to perform according to the terms of a contract. Market risk is comprised of currency risk, interest rate risk and price risk. Liquidity risk is the risk the Plan will not be able to meet its obligations as they fall due.

The investment policies and procedures of the Plan are clearly outlined in the SIP&G approved by the Board. The purpose of the SIP&G is to ensure the Plan is invested and managed in a prudent manner in accordance with current, accepted governance practices incorporating an appropriate level of risk. The Board manages the Plan’s return-risk trade-off through asset class diversification, target ranges on each asset class, diversification within each asset class, quality constraints on fixed income instruments and restrictions on amounts exposed to countries designated as emerging markets. Forward foreign exchange contracts may be used to manage currency exposure in connection with securities purchased in a foreign currency (see Note 4b).



Actuarial liabilities of the Plan are primarily affected by the long-term real rate of return expected to be earned on investments . In order to earn the best possible return at an acceptable level of risk, the Board has established the following asset mix policy ranges:

a) Credit Risk

i) Debt securities

The Plan is indirectly exposed to credit risk associated with the underlying debt securities held in the pools managed by AIMCo. Counterparty credit risk is the risk of loss arising from the failure of a counterparty to fully honour its financial obligations. The credit quality of financial assets is generally assessed by reference to external credit ratings. The credit rating of a debt security may be impacted by the overall credit rating of the counterparty, the seniority of the debt issue, bond covenants, maturity distribution and other factors. Credit risk can also lead to losses when issuers and debtors are downgraded by credit rating agencies usually leading to a fall in the fair value of the counterparty’s obligations. Credit risk exposure for financial instruments is measured by the positive fair value of the contractual obligations with counterparties. The fair value of all investments reported in Note 3 is directly or indirectly impacted by credit risk to some degree. The majority of investments in debt securities have credit ratings considered to be investment grade . Unrated debt securities consist primarily of mortgages and private debt placements .

The table below summarizes the Plan’s investments in debt securities by credit rating at December 31, 2018:

ii) Counterparty default risk - derivative contracts

The Plan is exposed to counterparty credit risk associated with the derivative contracts held in the pools. The maximum credit risk in respect of derivative financial instruments is the fair value of all contracts with counterparties in a favourable position (see Note 4f). AIMCo is responsible for selecting and monitoring derivative counterparties on behalf of the Plan .

PDF named:AR12-13_c1si_LAPP_ 06note4.pdf

INVESTMENT RISK MANAGEMENT Note 4

Actual Asset MixAsset Class 2018 2017

($ thousands) % ($ thousands) %

Fixed income 20 - 40% 14,855,094$ 33.4 13,904,974$ 32.6 20 - 50% 11,351,814 25.5 9,269,286 21.7

Short horizon 25 - 50% 16,721,755 37.7 18,158,007 42.5 Long horizon 3 - 9% 1,246,621 2.8 1,087,897 2.5

(a) 262,870 0.6 298,926 0.7 44,438,154$ 100.0 42,719,090$ 100.0

Target Asset Policy Mix

Inflation sensitive and alternatives

Strategic, tactical and currency investments

(a) In accordance with the SIP&G, AIMCo may invest up to 1% of the fair value of the Plan's investments in strategic opportunities that are outside of the asset classes listed above. AIMCo may, at its discretion, invest the funds in currency overlays.

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PDF named:AR11-12_c1si_LAPP_08note4a.pdf


INVESTMENT RISK MANAGEMENT Note 4a

Credit rating 2018 2017

Investment Grade (AAA to BBB-) 83.7% 87.6%Speculative Grade (BB+ or lower) 0.2% 0.2%Unrated 16.1% 12.2%

100.0% 100.0%

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NOTE 4 INVESTMENT RISK MANAGEMENT CONTINUED


AIMCo monitors counterparty risk exposures and actively seeks to mitigate counterparty risk by requiring that counterparties collateralize mark-to-market gains for the Plan. Provisions are in place to allow for termination of the contract should there be a material downgrade in a counterparty’s credit rating. The exposure to credit risk on derivatives is reduced by entering into master netting agreements and collateral agreements with counterparties. To the extent that any unfavourable contracts with the counterparty are not settled, they reduce the Plan’s net exposure in respect of favourable contracts with the same counterparty.

iii) Security lending risk

To generate additional income, the pools participate in a securities-lending program . Under this program, the custodian may lend investments held in the pools to eligible third parties for short periods . At December 31, 2018, the Plan’s share of securities loaned under this program is $2,554,681 (2017: $5,556,675) and collateral held totals $2,725,004 (2017: $5,992,058). Securities borrowers are required to provide the collateral to assure the performance of redelivery obligations. Collateral may take the form of cash, other investments or a bank-issued letter of credit. All collateralization, by the borrower, must be in excess of 100% of investments loaned.

b) Foreign Currency Risk

The Plan is exposed to foreign currency risk associated with the underlying securities held in the pools that are denominated in currencies other than the Canadian dollar . Foreign currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in foreign exchange rates. The fair values of investments denominated in foreign currencies are translated into Canadian dollars using the reporting date exchange rate. As a result, fluctuations in the relative value of the Canadian dollar against these foreign currencies can result in a positive or negative effect on the fair value of investments. Approximately 34% (2017: 33%) of the Plan’s investments, or $15,323,393 (2017: $14,303,578), are denominated in currencies other than the Canadian dollar, with the largest foreign currency exposure being to the US dollar, 17% (2017: 16%) and the Euro, 4% (2017: 3%).

If the value of the Canadian dollar increased by 10% against all other currencies, and all other variables are held constant, the potential loss to the Plan would be approximately 3.4% of total investments (2017: 3.3%).

The following table summarizes the Plan’s exposure to foreign currency investments held in the pools at December 31, 2018:

PDF named:AR11-12_c1si_LAPP_09note4b.pdf


INVESTMENT RISK MANAGEMENT Note 4b

($ thousands)2018 2017

Currency (a) Fair Value Sensitivity Fair Value Sensitivity

U.S. dollar 7,403,850$ (740,385)$ 6,872,683$ (687,268)$ Euro 1,748,084 (174,808) 1,485,262 (148,526) British pound 1,357,171 (135,717) 869,569 (86,957) Japanese yen 1,060,070 (106,007) 1,104,334 (110,433) Hong Kong dollar 677,170 (67,717) 624,426 (62,443) Other foreign currency 3,077,048 (307,705) 3,347,304 (334,731) Total foreign currency investments 15,323,393$ (1,532,339)$ 14,303,578$ (1,430,358)$

(a) Information on specific currencies is disclosed when the current year fair value is greater than 1% of the Plan's net assets.

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c) Interest Rate Risk

The Plan is exposed to interest rate risk associated with the underlying interest-bearing securities held in the pools managed by AIMCo. Interest rate risk relates to the possibility that the investments will change in value due to future fluctuations in market interest rates. In general, investment returns from bonds and mortgages are sensitive to changes in the level of interest rates, with longer term interest-bearing securities being more sensitive to interest rate changes than shorter-term bonds. If interest rates increased by 1%, and all other variables are held constant, the potential loss in fair value to the Plan would be approximately 3.3% of total investments (2017: 3.5%).

d) Price Risk

Price risk relates to the possibility that pool units will change in value due to future fluctuations in market prices of equities held in the pools caused by factors specific to an individual equity investment or other factors affecting all equities traded in the market. The Plan is exposed to price risk associated with the underlying equity investments held in pools managed by AIMCo. If equity market indices (S&P/TSX, S&P500, S&P1500 and MSCI ACWI and their sectors) declined by 10%, and all other variables are held constant, the potential loss in fair value to the Plan would be approximately 5.0% of total investments (2017: 5.2%).

e) Liquidity Risk

Liquidity risk is the risk that the Plan will encounter difficulty in meeting obligations associated with its financial liabilities. Liquidity requirements of the Plan are met through income generated from investments, employee and employer contributions, and by investing in pools that hold publicly traded liquid assets traded in an active market that are easily sold and converted to cash. Units in pools that hold private investments like real estate, timberland,infrastructure and private equities are less easily converted to cash since the underlying securities are illiquid because they take more time to sell. These sources of cash are used to pay pension benefits and operating expenses, purchase new investments, settle derivative transactions with counterparties and margin calls on futures contracts. The Plan’s future liabilities include the accrued pension benefits obligation and exposure to net payables to counterparties (Note 4f) .

f) Use of Derivative Financial Instruments in Pooled Investment Funds

The Plan has indirect exposure to derivative financial instruments through its investment in units of the pools. AIMCo uses derivative financial instruments to cost effectively gain access to equity markets in the pools, manage asset exposure within the pools, enhance pool returns and manage interest rate risk, foreign currency risk and credit risk in the pools.

PDF named:AR12-13_c1si_LAPP_09note4d.pdf


NOTE 4d

Number ofBy counterparty counterparties 2018 2017Contracts in net favourable position (current credit exposure) 60 981,203$ 515,478$ Contracts in net unfavourable position 17 (1,400,045) (230,830) Net fair value of derivative contracts 77 (418,842)$ 284,648$

DERIVATIVE CONTRACTS

Plan's Indirect Share($ thousands)

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NOTE 4 INVESTMENT RISK MANAGEMENT CONTINUED


(i) Current credit exposure: The current credit exposure is limited to the amount of loss that would occur if all counterparties to contracts in a net favourable position totaling $981,203 (2017: $515,478) were to default at once .

(ii) Cash settlements: Receivables or payables with counterparties are usually settled in cash every three months.

(iii) Contract notional amounts: The fair value of receivables (receive leg) and payables (pay leg) and the exchange of cash flows with counterparties in pooled funds are based on a rate or price applied to a notional amount specified in the derivative contract. The notional amount itself is not invested, received or exchanged with the counterparty and is not indicative of the credit risk associated with the contract. Notional amounts are not assets or liabilities and do not change the asset mix reported in Note 3. Accordingly, there is no accounting policy for their recognition in the statement of financial position.

(i) Equity derivatives are structured to receive income from counterparties based on the performance of a specified market-based equity index, security or basket of equity securities applied to a notional amount in exchange for floating rate interest paid to the counterparty. Floating rate notes are held in equity pools to provide floating rate interest to support the pay leg of the equity derivatives. Rights, warrants, futures and options are also included as structured equity replication derivatives.

(ii) Foreign currency derivatives include contractual agreements to exchange specified currencies at an agreed upon exchange rate and on an agreed settlement date in the future .

(iii) Interest rate derivatives exchange interest rate cash flows (fixed to floating or floating to fixed) based on a notional amount. Interest rate derivatives primarily include interest rate swaps and cross currency interest rate swaps, futures contracts and options.

(iv) Credit risk derivatives include credit default swaps allowing the pools to buy and sell protection on credit risk inherent in a bond . A premium is paid or received, based on a notional amount in exchange for a contingent payment should a defined credit event occur with respect to the underlying security.

(v) At December 31, 2018, deposits in futures contracts margin accounts totaled $154,313 (2017: $47,239). Cash and non-cash collateral for derivative contracts pledged and received, respectively, totaled $(446,937) (2017: $(108,362)) and $5,517 (2017: $3,508).

NOTE 5 PENSION OBLIGATION

a) ACTUARIAL VALUATION AND EXTRAPOLATION ASSUMPTIONS

An actuarial valuation of the Plan was carried out as at December 31, 2017 by Aon Hewitt and results were then extrapolated to December 31, 2018.

The actuarial assumptions used in determining the value of the pension obligation of $40,999,200 (2017: $37,893,000) reflect management’s best estimate, as at the measurement date, of future economic events and involve both economic and non-economic assumptions . The non-economic assumptions include considerations such as mortality as well as withdrawal and retirement rates. The primary economic assumptions include the discount rate, inflation rate and salary escalation rate. The discount rate is determined by taking the plan specific asset allocation and applying the average of the expected long term asset returns determined by independently developed investment models; less expected plan investment expenses; and an additive for diversification and rebalancing. It does not assume a return for active management beyond the passive benchmark.

PDF named:AR12-13_c1si_LAPP_10note4e.pdf

2012/13 AFE Annual ReportSubSection: Other Information Supplementary Information

NOTE 4e

Types of derivatives used in pools 2018 2017Structured equity replication derivatives (190,639)$ 99,141$ Foreign currency derivatives (239,722) 64,693 Interest rate derivatives 8,743 108,235 Credit risk derivatives 2,776 12,579 Net fair value of derivative contracts (418,842)$ 284,648$

DERIVATIVE CONTRACTS

Plan's Indirect Share($ thousands)

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The major assumptions used for accounting purposes were:

>>>> TABLE: LAPP_09LAB <<<<

PDF named:AR10-11_c1si_LAPP_09lab.pdf


PENSION OBLIGATION Note 5 a

2018 2017

Discount rate 5.70 6.00Inflation rate 2.00 2.00Salary escalation rate* 3.00 3.00

Mortality rate

* In addition to age specific merit and promotion increase assumptions.

%

2014 Canadian Pension Mortality Table (Public Sector) with a LAPP specific multiplier

AR18-19_c1si_LAPP_tables.xlsx / 11po Printed to PDF on: 3/7/2019 / 10:01 AM

The Board’s policy is to have an actuarial valuation of the Plan carried out every year. As a result, an actuarial valuation of the Plan as at December 31, 2018 will be carried out subsequent to the completion of these financial statements. Any differences between the actuarial valuation results and extrapolation results as reported in these financial statements will affect the financial position of the Plan and will be accounted for as gains or losses in 2019.

b) NET EXPERIENCE GAINS

Net experience gains of $713,700 (2017: $78,700) arose from differences between the actuarial assumptions used in the 2017 valuation and 2018 extrapolation for reporting compared to actual results .

c) SENSITIVITY OF CHANGES IN MAJOR ASSUMPTIONS

The Plan’s future experience will differ, perhaps significantly, from the assumptions used in the actuarial valuation and extrapolation. Any differences between the actuarial assumptions and future experience will emerge as gains or losses in future valuations and will affect the financial position of the Plan.

The following is a summary of the sensitivities of the Plan’s deficiency and current service cost to changes in assumptions used in the actuarial extrapolation at December 31, 2018:

PDF named:AR10-11_c1si_LAPP_10n7c.pdf


SENSITIVITY OF CHANGES IN MAJOR ASSUMPTIONSNote 5 c

Inflation rate increase holding discount rate and salary escalation assumptions constant 1.0 2,580,547 0.9Salary escalation rate increase holding inflation rate and discount rate assumptions constant 1.0 1,845,347 1.7Discount rate decrease holding inflation rate and salary escalation assumptions constant (1.0) 6,196,647 3.4

Increase in Current Service Cost as a % of Pensionable Earnings (1)

(1) The current service cost as a percentage of pensionable earnings as determined by the December 31, 2018 extrapolation was 16.83%.

($ thousands)

Changes in

Assumptions %

Increase in Plan

Deficiency $

AR18-19_c1si_LAPP_tables.xlsx / 12note5c Printed to PDF on: 3/7/2019 / 10:02 AM

NOTE 5 PENSION OBLIGATION CONTINUED


NOTE 6 SURPLUS (DEFICIT)

NOTE 7 CONTRIBUTIONS

NOTE 8 INVESTMENT INCOME

The following is a summary of the Plan’s investment income (loss) by asset class:

The change in fair value includes realized and unrealized gains and losses on pool units and currency hedges. Realized and unrealized gains and losses on pool units total $9,247 and $(715,183) respectively (2017: $724,974 and $(141,882) respectively). Realized and unrealized gains and losses on currency hedges total $142 and $3,842 respectively (2017: $(344) and $(402) respectively).

PDF named:AR10-11_c1si_LAPP_04scd.pdf


Deficit Note 6

2018 2017Surplus (Deficit) at beginning of year 4,835,515$ (637,357)$ Increase in net assets available for benefits 1,740,032 5,005,572 Net decrease (increase) in pension obligation (3,106,200) 467,300 Surplus (Deficit) at end of year 3,469,347$ 4,835,515$

($ thousands)

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PDF named:AR10-11_c1si_LAPP_11cont.pdf


CONTRIBUTIONSNote 7

($ thousands)

2018 2017Current service

Employers 1,298,964$ 1,364,992$ Employees 1,188,331 1,258,264

Past serviceEmployers 15,496 7,689 Employees 33,692 23,845

2,536,483$ 2,654,790$

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PDF named:AR11-12_c1si_LAPP_16note9.pdf


INVESTMENT INCOME Note 8

The following is a summary of the Plan’s investment income by asset class:

($ thousands)Change in 2018 2017

Income Fair Value Total TotalFixed Income 491,058$ (181,385)$ 309,673$ 641,744$ Inflation sensitive and alternatives

Real estate 225,094 527,836 752,930 463,556 Real return bonds 11,480 (13,803) (2,323) (4,359) Infrastructure 109,572 392,574 502,146 221,942 Timberland 35,920 50,613 86,533 71,778

382,066 957,220 1,339,286 752,917 Short horizon

Canadian equities 138,454 (472,851) (334,397) 384,976 Foreign equities 851,133 (1,236,116) (384,983) 2,274,673

989,587 (1,708,967) (719,380) 2,659,649 Long horizon

Private equities (46,123) 228,644 182,521 46,140

11,691 2,536 14,227 24,079

1,828,279$ (701,952)$ 1,126,327$ 4,124,529$

Strategic, tactical and currency investments




Income earned in pooled investment funds is distributed to the Plan daily based on the Plan’s pro rata share of units issued by the pool. Income earned by the pools is determined on an accrual basis and includes interest, dividends, security lending income, realized gains and losses on sale of securities determined on an average cost basis and income and expense on derivative contracts .

NOTE 9 INVESTMENT RETURNS, CHANGE IN NET ASSETS AND PENSION OBLIGATION

The following is a summary of investment returns (losses), and the annual change in net assets compared to the annual change in the pension obligation and the per cent of pension obligation supported by net assets:

(a) All investment returns are provided by AIMCo and are net of investment expenses. The annualized total return and policy benchmark return (PBR) on investments over five years is 7.4% (PBR: 7.0%), ten years is 8.6% (PBR: 8.3%) and twenty years is 6.6% (PBR: 6.4%). The Plan’s actuary estimates the long-term net investment return on assets for funding purposes to be 5.4% (2017: 5.3%).

(b) Other sources includes employee and employer contributions and transfers from other plans, net of benefit payments, transfers to other plans and administration expenses.

(c) The percentage change in net assets and the pension obligation is based on the amounts reported on the statement of changes in net assets available for benefits and the statement of changes in pension obligation.

NOTE 10 BENEFIT PAYMENTS

>>>>_c1si_LAPP_15ben.pdf Here <<<<

2018 2017 2016 2015 2014

Increase in net assets attributed to:Investment income

Policy benchmark return on investments 1.0 9.0 6.0 6.7 12.9Value added (lost) by AIMCo 1.0 1.1 (0.2) 1.2 (1.5) Time weighted rate of return, at fair value (a) 2.0 10.1 5.8 7.9 11.4

Other sources (b) 2.2 3.2 3.8 3.9 4.6 Per cent change in net assets (c) 4.1 13.3 9.6 11.8 16.0

Per cent change in pension obligation (c) 8.2 (1.2) 8.5 6.3 5.8

Per cent of pension obligation supported by net assets 108 113 98 97 93

in per cent

PDF named:AR11-12_c1si_LAPP_13ben.pdf


BENEFIT PAYMENTS Note 10

($ thousands)2018 2017

Retirement benefits 1,193,973$ 1,094,749$ Disability pensions 8,652 8,542 Termination benefits 332,691 321,585 Death benefits 74,548 77,977

1,609,864$ 1,502,853$

AR18-19_c1si_LAPP_tables.xlsx / 17benefits Printed to PDF on: 1/31/2019 / 2:15 PM

NOTE 8 INVESTMENT INCOME CONTINUED


NOTE 11 INVESTMENT EXPENSES

(a) Investment expenses are charged by AIMCo on a cost-recovery basis. Please refer to AIMCo’s financial statements for a more detailed breakdown of the types of expenses incurred by AIMCo. Amounts recovered by AIMCo for investment costs include those costs that are primarily non-performance related including external management fees, external administration costs, employee salaries and incentive benefits and overhead costs. Amounts recovered by AIMCo for performance based fees relate to external managers hired by AIMCo.

The per cent increase in investment costs and performance based fees is 17.4% (2017: 32.7%).

(b) GST includes $nil (2017: $2,156) which was recorded as a receivable in prior years but determined to be unrecoverable and was expensed in the year.

NOTE 12 ADMINISTRATIVE EXPENSES

>>>> TABLE: _LAPP_17admin.pdf <<<<

General administration costs and process improvement costs, including the Board costs were paid to APS and ALAPP Corp. on a cost-recovery basis.

The Plan’s share of APS’s operating and plan specific costs were based on cost allocation policies approved by the President of Treasury Board, Minister of Finance.

PDF named:AR11-12_c1si_LAPP_19note12.pdf


INVESTMENT EXPENSES Note 11

Amounts charged by AIMCo for: 2018 2017Investment costs (a) 208,409$ 179,655$ Performance based fees (a) 54,505 44,212 GST (b) 8,582 9,468

271,496 233,335 Amounts charged by Treasury Board and Finance for:

Investment accounting and Plan reporting 52 52 Total investment expenses 271,548$ 233,387$ Increase in expenses (a) 16.4% 34.0% Increase in average investments under management 8.4% 11.7%Increase in value of investments attributed to AIMCo 1.0% 1.1% Investment expenses as a percent of dollar invested 0.6% 0.6%Investment expenses per member 1,022$ 899$

($ thousands)


PDF named:AR10-11_c1si_LAPP_14mse1.pdf


ADMINISTRATIVE EXPENSESNote 12

2018 2017General administration costs and process improvement costs

Alberta Pensions Services Corporation (APS) 37,370$ 36,482$ Alberta Local Authorities Pension Plan Corporation (ALAPP Corp.) 2,704 2,350 Actuarial fees 123 218

40,197 39,050 Member service expenses per member 151$ 150$

($ thousands)

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ALAPP Corp. costs include remuneration to senior officials and the Board members as follows:

(a) Base salary includes regular base pay.

(b) Other cash benefits include incentive pay, lump sum payments, vacation payouts and car allowance honoraria. Board members only receive remuneration pay. Remuneration is paid in accordance with the fee structure approved by the Minister of Finance.

(c) Other non-cash benefits include the Corporation’s share of all employees’ benefits and contributions or payments made on their behalf including pension, health care, dental coverage, professional memberships and group life insurance .

(d) 2017 compensation did not encompass an entire year of base pay.

(e) For 11 months salary in 2017.

NOTE 13 TOTAL PLAN EXPENSES

Total Plan expenses of investment expenses per Note 11 and member service expenses per Note 12 are $311,745 (2017: $272,437) or $1,173 (2017: $1,049) per member and 0.70% (2017: 0.64%) of net assets under administration.

NOTE 14 CAPITAL

The Plan defines its capital as the funded status. In accordance with the Public Sector Pension Plans Act, the actuarial surplus or deficit is determined by an actuarial funding valuation performed, at a minimum, every three years. The objective is to ensure that the Plan is fully funded over the long term through the management of investments, contribution rates and benefits. Investments, the use of derivatives and leverage are based on an asset mix and risk policies and procedures that are designed to enable the Plan to meet or exceed its long-term funding requirement within an acceptable level of risk, consistent with the Plan’s SIP&G approved by the Board.

The Plan’s asset values are determined on the fair value basis for accounting purposes . However for funding valuation purposes, asset values are adjusted for fluctuations in fair

PDF named:AR10-11_c1si_LAPP_15mse2.pdf


BOARD REMUNERATION

2017

Corporation Board Chair -$ -$ -$ -$ -$ Corporation Board Members - 85 - 85 81

(excluding Chair) President & Chief 248 70 60 378 376

Executive Officer Vice-Presidents:

Investment Policy & Risk Mgmt (d) 150 25 34 209 205 Pension Policy & Funding (e) 175 31 41 247 229 Stakeholder Relations 157 29 36 222 222 & Communications

($ thousands)2018

Other Cash Benefits

(b)

Other Non-Cash Benefits

(c)Total Total

Base Salary

(a)

AR18-19_c1si_LAPP_tables / 20BdExp Printed to PDF on: 4/2/2019 / 2:08 PM

NOTE 12 ADMINISTRATIVE EXPENSES CONTINUED


For more information on LAPP visit www.lapp.ca.

values to moderate the effect of market volatility on the Plan’s funded status. Actuarial asset value for funding valuation purposes amounted to $44,953,900 at December 31, 2018 (2017: $41,048,800).

NOTE 15 SUBSEQUENT EVENT

On the transition date of March 1, 2019 the Plan transitioned to a joint governance structure in accordance with the Joint Governance Act, which received Royal Assent on December 11, 2018 . On the transition date, the LAPP Regulation and the portions of the PSPPA applicable to the Plan were repealed. On the transition date, ownership of the Plan fund transferred from the Minister as trustee to the newly established LAPP Corporation as trustee . The assets of the Plan shall continue to be held in trust for members of the Plan and others entitled to benefits under the Plan. All members and employers participating in the Plan immediately prior to the transition date continue to be participating members and employers of the Plan.

On the transition date, LAPP Corporation became the administrator and trustee of the Plan . As of the transition date, the Minister and the Crown have no responsibilities, functions, obligations, duties or liabilities in relation to administration of the Plan . There is no change to Plan benefits or how the Plan is funded or impact to net assets available for benefits of the Plan as a result of joint governance.

NOTE 16 COMPARATIVE FIGURES

Comparative figures related to the fair value hierarchy in Note 3 have been reclassified to conform to the presentation adopted in 2018. The current classification of investments within the hierarchy reflects the quality and reliability of the valuation of the pool unit. Previous presentation reflected the quality and reliability of the valuation of significant securities held within the pools.

NOTE 17 RESPONSIBILITY FOR FINANCIAL STATEMENTS

These financial statements were approved by the Board of Directors of LAPP Corporation based on information provided by Treasury Board and Finance, APS, AIMCo and the Plan’s Actuary.


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